Chief Executive Position Profile - Livingston James Group

Chief Executive
     Position Profile

Contents

Welcome from Tony Brian, Chair of Cricket Scotland ................................. 3
The Organisation .................................................................................. 4
The Opportunity ................................................................................... 5
Preferred Candidate Background ............................................................. 8
Remuneration ...................................................................................... 9
The Recruitment Process ....................................................................... 9

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Welcome from Tony Brian, Chair of Cricket Scotland

Dear Applicant,

First of all, thank you for considering this important role.

Cricket in Scotland, both women's and men's, is at a key stage in its journey
towards becoming a mainstream, and thus fully self sustaining, sport in the country.
Over the past four years, through its participation work, successes in the
international arena and its community work, Cricket Scotland has raised the profile
of the sport in Scotland and put it firmly back on the Scottish sporting map.

But there is much further to go in all three areas, particularly in driving Cricket
Scotland forward to become a Full Member of the International Cricket Council, so
that Scotland is playing at the top level of the sport and achieves the increase in
income which that produces to support the grass roots game. Cricket is the second
most popular sport globally with 105 members of the ICC; building relationships and
alliances with other cricketing nations throughout the world to help deliver Cricket
Scotland's strategic objectives will be an important aspect of the role.

For all those reasons, we are looking for an exceptional leader to shape and deliver
an ambitious new strategy, lead a talented team and grow the revenue (including
from new commercial and broadcasting partnerships).

The position offers a unique opportunity to lead a sport in Scotland to the top level
of a truly global game. This is a hugely exciting role and I hope you will want to
consider taking it on to lead us on our ambitious journey.

Kind regards,

Tony Brian

Chair,

Cricket Scotland

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The Organisation

Cricket in Scotland has a long history with the first reported match being played in
September 1785 at Schaw Park, Alloa, between the Duke of Athol’s XI v Hon. Col.
Talbot’s XI. Whilst Kelso (Scotland’s first cricket club) was formed in 1820, it wasn’t
until the 19th century before the game really took off, with a first visit by the All
England XI in 1849 creating great excitement and leading to a surge in interest.

As the national governing body for Cricket in Scotland and one of the senior
associate nations in the world, Cricket Scotland is responsible for delivering high
performance success (including the Scottish national teams), increasing
participation and developing the game at all levels across all areas of society.

Cricket Scotland has five Core Values that underpin all activities and support the
delivery of its mission to promote, grow, support and govern Scottish Cricket:

•   United
•   Integrity
•   Excellence
•   Determined
•   Dynamic

With the vision of Inspiring Scotland to choose Cricket, Cricket Scotland currently
has three key strategic priorities:

•   Participation: Creating more opportunities and great experiences, Cricket
    Scotland will prioritise and drive growth of the grassroots game
•   Community Engagement: Ensuring more people enjoy and support the growth
    of the sport, Cricket Scotland will expand and improve community engagement
    with all communities
•   Performance: Creating winning players and winning teams, Cricket Scotland
    will look to accelerate the performance levels of its teams on the world stage.
    The men’s and women’s teams are currently ranked 12 and 13 respectively in
    the global rankings for T20

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Governance Structure

The governance structure of the organisation consists of a holding company, Cricket
Scotland Holdings Limited (CSHL), and an operating subsidiary, Cricket Scotland
Limited (CSL).

Cricket Scotland Holdings Limited (CSHL) has responsibility for developing,
promoting and fostering the game of cricket in Scotland and in particular to advance
the game by encouraging playing, coaching and officiating of cricket in all its
formats involving people of all ages and backgrounds in Scotland.

The board compromises: President; Past President/President-elect, 2 Members
(directly elected by members), 1 Representative from each of the 5 Regional
Associations, CEO of Cricket Scotland, CSL Chair and a Female representative from
the women’s game.

Cricket Scotland Limited (CSL) has delegated authority for the management of all
strategic and operational matters associated with administering all affairs of the
game of Cricket in Scotland.

The board compromises: 4 Non-exec Directors, Chair, CEO of Cricket Scotland, the
President and 2 Directors from CSHL.

The definition of the primary responsibility of both boards can be accessed via the
following link Statement of Primary Responsibilities which has been formally
approved by the members of CSHL. The division of responsibility ensures the game
in Scotland has a major involvement in the setting of the strategy and the oversight
of its implementation at the holding company level. However, the running of cricket
sits with the operating subsidiary and its CEO. The directors of CSL bring important
business and other skills and are largely independent from the members to manage
the inevitable conflicts in a member organisation.

The Opportunity

The Chief Executive is accountable to the CSL Board and is responsible for
overseeing all business activities and operations. Reporting to the Chair, the role
will also include exposure to and interfacing and negotiating with the leaders of
world cricket.

Success in the role will ultimately be defined by Scotland securing full ICC
membership which is projected to raise the profile of the game in Scotland and
increasing revenues thus ensuring long term sustainability for the game and its
clubs.

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With only 4 of 32 qualifying criteria for full membership still to be achieved, key
priorities of the role include:
•   Working with the CSL Board to finalise and implement a new Corporate Strategy
    2019 – 2022
•   Significantly increasing Cricket Scotland’s commercial revenue, through the
    adoption of a strategic and targeted approach
•   Develop Cricket Scotland’s internal capacity, capability and infrastructure to
    ensure it is fit for purpose for current and future needs
•   Increase participation, strengthen our member clubs and improve engagement
    with them
•   Continue to improve performance of the National team and within the
    performance pathway
•   Ensuring Cricket Scotland continues to embrace and promote equality and
    diversity

Key Responsibilities
Business Strategy and Management

•   Recommendation of draft strategy to the Board and delivery of the approved
    strategy in accordance with an agreed implementation plan
•   Presentation of CSL's objectives and strategy to stakeholders, customers,
    employees and other partners
•   Operational planning to implement the strategy
•   Monitoring and reporting on progress towards successful achievement of
    objectives and execution of strategy
•   Recommending to the CSL Board for approval, an annual budget and financial
    plan, managing them as approved, and reporting on performance against them
•   Optimising, as far as is reasonably possible, the use and adequacy of CSL’s
    resources
•   Line management of CSL executive management, overseeing: all cricketing
    matters, HR, finance, sponsorships and commercial partnerships, marketing,
    ticketing, IT, facilities and events and internal and external communications,
    including PR

Investment and Financing

•   Developing the income of CSL, including sponsorship, marketing, and fundraising
•   Reviewing and assessing all trade investments and major capital expenditure,
    and making recommendations to the CSL Board for those which are material
    either in nature or cost
•   Identifying and executing commercial partnership and sponsorship opportunities,
    approving major proposals or bids within agreed delegated limits
•   Assessing and executing agreed new business opportunities outside CSL's
    current core activities
•   Ensuring adequate financial controls and financial reporting are in place

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Risk Management and Controls

•   Putting in place, and keeping up to date, all necessary and appropriate policies
    for the business
•   Managing and mitigating CSL’s risk profile, including the appropriate delegation
    of health and safety performance, in line with the extent and categories of risk
    identified as acceptable by the CSL Board and its Risk Committee
•   Ensuring appropriate internal controls are in place

Staffing and Remuneration

•   Ensuring there is an appropriate and effective performance management
    framework in place
•   Making, in conjunction with the CSL Chair, recommendations on remuneration
    policy, executive remuneration and terms of employment of CSL's executive
    management to the Remuneration Committee in light of annual performance
    assessments
•   Making recommendations to the CSL Board on the role and capabilities required
    in respect of the appointment of CSL executive management

Communication

•   Providing a means for timely and accurate disclosure of information, including an
    escalation route for issues
•   Ensuring effective communication with all recognised stakeholders
•   Negotiating and bridge-building with all stakeholders

People

•   Leading the staff within CSL, including the professional playing staff
•   Ensuring   appropriate     HR    policies,  including   appraisals,    performance
    management, development and succession planning, are in force, and approving
    the appointment and termination of employment of senior executive
    management

The duties which derive from these responsibilities include:

•   Regularly reviewing the operational performance and strategic direction of CSL
•   Reviewing CSL’s organisational structure and recommending changes as
    appropriate
•   Supervising the activities of CSL departments to ensure these are consistent with
    overall strategy, aims and objectives
•   Achieving budgeted financial performance
•   Ensuring effective implementation of CSL Board decisions
•   Ensuring CSL achieves other performance measures as defined by agreed Key
    Performance Indicators

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•   Ensuring that all necessary policies and procedures are in place, followed and
    conform to appropriate standards
•   Together with the CSL Chair, provide coherent leadership, including,
    representing CSL to its stakeholders, customers, suppliers, financial institutions,
    employees, the media, the community and the public especially the members of
    Cricket Scotland, sportscotland, the Scottish Government and the International
    Cricket Council
•   Keeping the CSL Chair and Board informed on all important matters

Preferred Candidate Background

A strategic and inclusive leader, you will have relevant experience of delivering
against key strategic priorities, demonstrated by a record of achievement and high
performance in a senior leadership role. An accomplished communicator, you will
also have instant credibility when engaging with both internal and external
stakeholders. An enthusiasm and empathy for sport (ideally cricket) is essential for
the role.

Skills and Experience

•   Direct involvement in developing and implementing organisational strategy,
    successfully leading change and delivering excellent outcomes
•   Strong leadership and people management skills with the ability to motivate staff
    and develop and maintain good working relationships, both internally and
    externally
•   Relevant experience of developing both strategic and commercial partnerships
    including selling skills
•   Responsibility for and track record in financial accountability and governance,
    working at Board level
•   Strong business acumen coupled with relevant evidence of good commercial
    judgement and decision-making capabilities
•   The ability and desire to adopt a hands-on approach, when necessary, in a small
    organisation

Personal Qualities

•   A visionary leader with a recognised ability to inspire others, coupled with a
    passion to promote and grow cricket in Scotland
•   A strategic thinker with the ability to formulate and implement both strategic and
    operational plans
•   A highly skilled negotiator with a record of achieving successful outcomes and
    building excellent relationships and partnerships with a wide range of
    stakeholders

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•   Intellectual flexibility to move easily between significant detail and the bigger
    picture
•   Strong ambassadorial and presentation skills with the ability to express views
    convincingly and coherently using a variety of media
•   An innovative and solutions focused thinker with well-practiced analytical skills
    and judgement in complex and unique situations

Remuneration

This role offers a competitive salary and benefits package, dependent on
experience.

The Recruitment Process

The recruitment for this position is being managed by our advising consultants,
Livingston James. Interested candidates should provide a tailored CV and covering
letter to Douglas Adam at: douglasadam@livingstonjames.com

All third party applications, enquiries and direct approaches to Cricket Scotland will
be referred to Livingston James.

Recruitment Timetable

Closing date for applications:         Monday 19th August

Shortlist meeting:                     Week commencing 2nd September

Formal Panel Interviews:               Week commencing 9th or 23rd September

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